POLITECNICO DI TORINO COLLEGE OF ENGINEERING DEPARTMENT OF MECHANICAL AND AEROSPACE ENGINEERING MASTER OF SCIENCE IN AUTOMOTIVE ENGINEERING Final Project APPLICATION OF WCM METHODOLOGIES FOR FIRST TIME QUALITY IMPROVEMENT University Supervisor: Prof. Marco Gobetto Prof. Paolo De Blasi Company Supervisor: Ing. Matteo D’Antino Gerardo Rosa Candidate: Luca Gironda S241491 academic year: 2017 – 2018
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POLITECNICO DI TORINO
COLLEGE OF ENGINEERING
DEPARTMENT OF MECHANICAL AND AEROSPACE ENGINEERING
MASTER OF SCIENCE IN AUTOMOTIVE ENGINEERING
Final Project
APPLICATION OF WCM METHODOLOGIES
FOR FIRST TIME QUALITY IMPROVEMENT
University Supervisor:
Prof. Marco Gobetto Prof. Paolo De Blasi
Company Supervisor:
Ing. Matteo D’Antino Gerardo Rosa
Candidate: Luca Gironda
S241491
academic year: 2017 – 2018
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Table of Contents Chapter 1 Introduction ............................................................................................................... 8
7.3.0.1 Reduction of defects for Noise on Crown wheel – Pinion couple ..................... 108
7.3.0.2 Reduction of defects for Noise on 5th gear couple .............................................. 109
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Chapter 1 - Introduction
Nowadays, each market requires fierce competition between firms, clients are more and
more demanding. High customization and frequent innovations are necessary to sustain
profits over the years. An accurate plan is fundamental, so Companies invest a lot on
defining strategic targets that could lead to potential advantages against competitors. In
addition, globalization and Digital age have increase the importance of rapid evolutions
of products, and consequently on working environments. This continuous evolution is
accompanied by a reduction of volumes, if once a model was manufactured identical for
many year, today even ancient products require continuous improvement to compete
with equivalent products available in the market. High customization has increased
manufacturing costs, changing completely the industry from past times. If once the
target was to fill the market with the more products possible, today companies perform
Marketing analysis to forecast Sales volumes and consequently produce the strict
necessary to avoid costly unnecessary stocks. In addition to avoiding unnecessary
production, modern Companies cover required high investments with intense cost
reduction. Each aspect of a Plant is analyzed in order to find and erase all sources of
waste, to save money and at the same time improve product, process and working
environment. This continuous improvement must involve the entire Organization, and
to be performed correctly, it needs an easy and effective Methodology. It is for this
reason that around the 2000s Japanese professor H. Yamashina theorized World Class
Manufacturing (WCM) Model, which became the standard approach in many Successful
Companies, as FCA Group. This Project aims to introduce this set of standards from a
theoretical point of view, before their application in a sophisticated and advanced
working reality, as FCA Powertrain plant in Mirafiori (TO), Italy, who adopted WCM
methodologies to improve its product: a transmission for A and B segment cars. In
particular, the target of this work is to help the plant to achieve 100% of production
without the need of a repair before shipping. Production process is complex and divided
in numerous operations and subassemblies. Components are purchased as row material
and machined, heat treated before their final assembly on the transmission, and finally
this product is tested. Quality standards of the Company require that each transmission
must satisfy certain quality requirements, to guarantee Customer satisfaction. However,
in present situation some defects are detected on a small fraction of the production,
during these final quality tests. Non-compliant products can still reach requirements, but
they first require a repair or a rework, but this represents a waste for the company. To
avoid these additional repairing costs is important to increase the number of products
respecting standards at the “first time”, and for this purpose WCM monitors a dedicated
Indicator denominated First Time Quality (FTQ). This project aims to apply WCM
methodologies to improve FTQ of Mirafiori Plant, which represents the fraction of
products with defects to be repaired. First chapter will present World Class
Manufacturing as a temple sustained by pillars, its history starting from first production
system adopted in the past to achieve operational excellence, the targets of WCM and
finally its structure. Second chapter will give a specific focus on all the tools available for
Quality, which is one of the pillars of WCM temple. These tools will be explained from a
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theoretical point of view before their application during the applied part of the project.
Third chapter will contain a brief presentation of Mirafiori Plant, and its transmission,
which was introduced in the 90s and continuously improved to be competitive in the
market. Chapter will also include specific mechanical notions about manual
transmissions and metrology for gear wheels, helpful to better understand activities and
achieved results. Next chapters will describe the phases of the analysis for FTQ
improvement, following a “Kaizen” problem solving scheme: “Plan”, ”Do”, “Check”,
“Act”, starting from the identification of the main problems affecting first time quality,
represented by noise detected during transmissions functionality test generated by an
inadequate contact among gears.
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Chapter 2 WCM
World Class Manufacturing (WCM) is a structured, rigorous and integrated production
methodology adopted by FCA plants worldwide, which involves the entire organization, from
safety to environment, maintenance, logistics and quality. The primary objective of WCM is
continuous improvement in all areas of production in order to guarantee the quality of final
product and meet customer expectations. Projects developed under the WCM methodology –
which rely on a high level of employee involvement – target the elimination of all forms of waste
and loss with the ultimate objective of achieving zero accidents, zero waste, zero breakdowns and
zero inventory.
WCM is a production system where:
- Safety is a basic value
- Customer expectations are heard within the plant
- Leaders apply standards with method
- Waste and loss are not accepted
- Methods are applied with rigor
- All anomalies are made visible
- People involvement is the engine of change
From https://wcm.fcagroup.com/
2.1 Origins
Theory of management techniques for improving the efficiency of work processes in a
scientific way was first introduced by the American engineer Frederick Winslow Taylor
in “The Principles of Scientific Management”,1911. His pioneering work in applying
engineering principles to factory production led to the development of what is now
known as Industrial engineering.
A significant improvement were made between 1945 and 1971 in Japan, where Taiichi
Ohno, adopting concepts of Just in Time (JIT), Waste Reduction and Pull System,
developed Toyota Production System (TPS).
"All we are doing is looking at the time line, from the moment the customer gives us an order to
the point when we collect the cash. And we are reducing that time line by removing the non-
value-added wastes."
- Taiichi Ohno
TPS also inspired creation of the term “Lean Manufacturing”, or “Lean Production” ,
which was introduced for the first time in 1988 by John F. Krafcik in his article
“Triumph of the Lean Production System”, which contains theories and methods
theorized by Ohno for Toyota. This term is now widespread thank to the best seller
published by James P. Wolmack, Daniel T. Jones and Daniel Roos in 1990: “The Machine
that changed the World”. Lean Manufacturing means managing operations by
continuously reducing wastes to maximize the Value/Cost ratio. A process is considered
“Lean” if it uses the minimum required amount of resources while keeping required
quality and respecting schedules.
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Many Western Companies adopted Japanese methods, and started to develop their own
models of “Operational Excellence”. One of the firsts was Total Quality Management
(TQM) adopted in the late 1970s by several U.S. Government organizations. This theory,
developed firstly by William Edwards Deming who published “Out of the Crisis” in
1982. TQM methods are Client oriented and promote high involvement of people using
systematic approaches. Many other models of “X-Production System” were developed.
One of them is World Class Manufacturing.
The term “World Class Manufacturing” was first used in 1986 by Richard Schonberger,
in his “World Class Manufacturing: The Lessons of Simplicity Applied”, in which he
collected his experience of companies who adopted “Kaizen” methods for continuous
improvement with the target of reaching the Excellence in production. Lately this term
was adopted by Japanese professor Haijime Yamashina to identify his new Model of
Operational Excellence theorized in the U.S. around 2000 and now adopted by several
Firms leaders in their market.
2.2 Mission
WCM is a structured production system finalized to eliminate all types of wastes and
losses by applying standardized methods for long lasting improvements. The model
aims to Customer satisfaction and creation of value, involving the entire organization to
increase people awareness and participation for increasing knowledge and sense of
responsibility. WCM Association, to enforce competition and participation of each plant
and verify the achieved targets, uses a system of Audits, which evaluate different
performance levels following a schematic objective procedure. These Audit give a score
to tested plants called Methodology Implementation Index (MII). WCM structure is
divided in 10 Technical Pillars and related 10 Managerial Pillars; each Pillar after the
audit receives a score from 0 to 5 as function of level of implementation of methodology:
- Score 0: No activity made
- Score 1: Reactive approach
- Score 2: Preventive approach in few model areas
- Score 3: Preventive approach extended to all important areas
- Score 4: Proactive approach in few model areas
- Score 5: Proactive approach extended to all important areas
The sum of the Score of each Pillar gives the MII and represent the Plant Score (from 0 to
100). WCM divide plants in five levels of Methodology application:
- 0 – 49: Method application still at base conditions
- 50 – 59: Bronze Medal
- 60 – 69: Silver Medal
- 70 – 84: Gold Medal
- 85 – 100: World Class
The goal of each plant is to achieve World Class level, this is possible when each Pillar
rigidly applies standard methods in all important areas with a proactive approach in
order to have “Zero” problems.
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2.3 Structure
WCM is a guide to the Total simplification of all activities, an idea based on Total
Quality Management finalized to obtain zero: It uses methods of Total Industrial
Engineering (TIE), Total Quality Control (TQC), Total Productive Maintenance (TPM)
and Just in Time (JIT) to achieve zero waste, zero defects, zero breakdowns and zero
stocks.
Total Industrial Engineering (TIE): A system of methods for maximizing performance
of labor trough reduction of Muri (unnatural and complicated operations), Mura
(incorrect operations), Muda (non-value added operations) . Standard operations must be
applied correctly to ensure quality, this is guaranteed by introducing controls and
continuously improving the processes. Final goal is to achieve zero wastes
Total Quality Control (TQC): System for optimizing production to guarantee customer
satisfaction and zero defects. It is based on various techniques involving both workers
and managers to improve and optimize quality and productivity, including close
monitoring of the market and client feedbacks with great importance given to customer
service.
Total Productive Maintenance (TPM): Global approach to a maintenance system aimed
to maximize machine capabilities maintaining equilibrium between efficiency and
maintenance costs. These methods attack all possible production wastes due to machine
lacks, as stops, leaks, speed reduction to obtain zero breakdowns.
Just in Time (JIT): A guide model for logistics based on Pull system, which aims to
produce exactly what the market needs avoiding overproduction typical of Push
systems. Final product and materials during manufacturing processes are delivered
when required in a precise quantity. JIT target are Zero stock, and reduction of lead time.
PDCA: also called Deming Cycle, it is ann iterative four steps management method for
problem solving adopted for Kaizen procedure:
- Plan: Phase of identification and analysis of the problem, finalized to find
the root cause and an effective countermeasure to avoid it to reappear in
the future.
- Do: Application of countermeasures identified during Plan phase.
- Check: Period of monitoring to verify the effectiveness of proposed
solutions.
- Act: If the solution seems effective and strong during check phase, the
problem Is considered solved. Modifications introduced becomes
standard and are applied also to similar cases.
These methods retrieved from TQM are included inside World Class Manufacturing
structure which can be seen as a temple sustained by 10 Technical Pillars standing on 10
Managerial Pillars.
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10 Technical Pillars 10 Managerial Pillars
Guide the activities of continuous improvement
Guide improvement with correct decisional process and integration among
technical pillars
Safety (SAF) Management Commitment
Cost Deployment (CD) Clarity of Objectives
Focus Improvement (FI) Route Map of WCM
Autonomous Activities (AM & WO) Allocation of Highly qualified people
Professional Maintenance (PM) Commitment of Organization
Quality Control (QC) Competence of Organization
Logistics & Customer Service (LOG) Time and Budget
Early Equipment Management ( EEM & EPM )
Level of Detail
People Development (PD) Level of Expansion
Environment (ENV) Motivation of Operators
2.3.0.1 WCM Pillars
Each pillar is focused on a specific aspect of the Plant, owns defined targets and it is
guided with dedicated methods and a common structure divided in 7 steps. Each step
identifies a phase and the area of application of the methods. WCM is first applied in
few selected areas and then extended to important areas and finally to all the plant. The
method applied is first reactive to problems, then is preventive and finally Proactive.
2.3.1 Technical Pillars First ten pillars are called technical as they act directly for continuous improvement. Activities are strictly connected to the area of interest of the pillar, but with a proactive and cooperative view, for a better integration of other pillars. The role of each pillar will be presented shortly by identifiying the main targets and activities, together with a schematization of the expected 7 steps to follow.
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Safety (SAF)
Safety first. In WCM Temple, the first Pillar is represented by Safety. A model based on people involvement and customer satisfaction must give priority to Safety and Health of workers. This Pillar takes care of all the risks actuating procedures and supplying equipment to guarantee an adequate level of protection to avoid accidents. Targets:
- Prevent accidents and minimize all potential risks - Improve working conditions trough ergonomics and sustainability - Support the idea of prevention to avoid health and safety issues - Development of people competencies in matter of safety
Activities:
- Reactive analysis of occurred accidents for root cause identification and introduction of corrective countermeasures
- Evaluation of all potential risks
- Technical improvements on machines and workplace
- Training of people
- Periodical internal Audit to evaluate safety of equipment
2.3.1.1 7 Steps of SAF
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Cost Deployment (CD)
World Class Manufacturing is based on the idea of reducing to zero all wastes and costs. So, after Safety, the Second Pillar is Cost Deployment. It is a systematic method of cost reduction that involves both production and management. CD classifies in a scientific way the costs of losses and wastes and define a priority for reduction plans . Targets:
- Identify and classify all losses and wastes of the production system - Plan and monitor cost reduction following a schematic order of priority - Find the root causes of all losses and wastes for application of corrective
actions Activities:
- Define relations between each process and all possible losses and wastes
- Identify the root cause of losses and wastes
- Prioritize losses and wastes as function of their costs
- Define methods to be applied for a cost reduction plan
- Evaluate benefits/costs of improvement plans for cost reduction - Integrate cost reduction plans with plant budget to improve cost
reduction effectiveness
2.3.1.2 7 Steps of CD
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Focus Improvement (FI)
Cost Deployment define the sources of losses and wastes. Focus Improvement pillar works on cost reduction plans defined by CD and starts projects to eliminate losses and wastes starting from the top problems. CD helps FI avoid focus on problems that does not represent priorities. The main tool of FI is the Kaizen approach PDCA. Targets: - Eliminate losses and wastes following the priority scheme defined by CD - Improve processes by eliminating inefficiencies and avoiding non-added value
operations - Obtain a reduction of costs after FI activities - Develop competencies of problem solving involving workers at all company levels
Activities: - Identify of team members for each project of cost reduction plan
- Apply problem solving methods (Kaizen, PDCA) to find corrective actions - Monitor the status of each project from the start to the verification of corrective
actions
- Training of people for a better involvement in problem solving activities
2.3.1.3 7 Steps of FI
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Autonomous Activities
As said before, WCM is based on people involvement. Great importance is given to increase responsibilities and awareness of workers. A technical pillar is then dedicated to Autonomous activities, which is divided in: Autonomous Maintenance (AM) and Workplace Organization (WO).
Autonomous Maintenance (AM)
Autonomous Maintenance activities are performed by operator working in production, and not by professional maintainers. These activities concern preventive maintenance on machines, as scheduled inspections, cleaning, functional controls, substitution of defined components and small repairs. The base principle of Autonomous Maintenance is to enhance and guarantee the product quality trough the involvement of people on a good utilization and preservation of the machines. Targets: - Avoid machine degradation to guarantee product quality and increase machine
lifetime - Involve production workers to maintain and retrieval of machine basic conditions - Realize a global management system for all AM operations - Improve efficiency of plant trough adequate preventive maintenance - Guarantee a total cooperation between production and Maintenance
Activities: - Define AM Activities and adequate training to production workers
- Clean machines from important components to the ones difficult to reach
- Eliminate dirt acting on its generating causes and improve ergonomic to reach all parts
- Periodical checks or component substitution to avoid machine degradation
- Monitor and check leakages and unexpected machine behaviors to help finding a solution
- Improve inspection quality by increasing competencies of workers
2.3.1.4a 7 Steps of AM
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Workplace Organization (WO)
Workplace Organization activities are performed to obtain a better workplace, safe, clean and ergonomic, which can improve working condition and reduce stress and labor effort for the operators. A Better organized workplace also helps avoiding mistakes and non-value added operations. These activities are guided by technical criteria, methods and instruments that allow to retrieve and maintain workplace clean, in order and without useless instruments or stock areas. WO creates standards for the behavior of workers in order to guarantee process capability. Targets: - Improve Safety and Ergonomics of the workplace - Avoid inefficiencies due to an unorganized and dirty workplace - Involve production workers to maintain and retrieval workplace basic conditions - Improve technical knowledge of workers about the product and their workplace - Define standard activities to improve efficiency and avoid errors and non-added
operations - Reduce stock areas adopting a just in time strategy - Improve logistics and avoid operational mistakes trough a well-organized
workplace
Activities: - Define WO Activities and adequate training to production workers
- Clean the workplace removing useless material
- Identify a place for each important material, equipment and instrument
- Apply periodically WO activities to maintain adequate conditions - Improve standard working cycles by increasing technical competencies of workers
2.3.1.4b 7 Steps of WO
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Professional Maintenance (PM)
Aoutonomous activities can help avoiding degradation of machines and working equipment but major competencies are required in case of major failures. For this reason, Professional Maintenance represents another technical Pillar of WCM temple. With the cooperation of AM and Focus Improvement, Professional Maintenance attacks the breakdowns with a reactive approach. The main target is to develop a preventive system to avoid failures and increase machine useful life. PM organizes maintenance activities to increase duration of components and defines standard to guarantee a proper functioning preventing the degradation with time. Targets: - Avoid all kind of machine stops due to failures - Increase machine reliability and efficiency through breakdown control and analysis - Guarantee the cooperation between PM and AM to avoid machine degradations - Reduce breakdowns and increase of Mean Time To Failure MTTF and MTTR - Focus maintenance activities from a reactive to a proactive approach - Improve maintenance system by reducing costs related to PM activities
Activities: - Breakdown control and analysis
- Define and continuously improve Maintenance standards - Follow a convenient maintenance plan, considering the possibility of a purchase in
place of an excessively expensive maintenanceImprove standard working cycles by increasing technical competencies of workers
2.3.1.5 7 Steps of PM
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Quality Control (QC)
QC pillar has the main target of guaranteeing Customer Satisfaction, as it is one of the fundamental principles on which is based the entire WCM. Quality Control attack quality issues to find their root cause and apply adequate countermeasures. The aim is to monitor the production identifying non-compliances and avoid their reappearing. QC is not based on controls of production but on solutions that help avoid controls, as they are non-added value operations. As a consequence, Quality Control also helps to reduce costs related to reworks and scraps. Targets: - Guarantee quality of product and customer satisfaction - Maintain the required capability for each process in the production system to avoid
non conformities - Reduce defects and rewkorks, and the number of controls without affecting the
quality of products
Activities: - Define a QA Matrix to list defects in order of priority
- Analyze defects to find the root cause using QA Matrix priority sequence - Apply countermeasures, also to similar cases and monitor the results to guarantee
the effectiveness of solutions - Help AM and PM measuring process capability and supplying guidance for
evaluations related to product and process quality - Train production workers to understand a defect and to avoid mistakes that can
cause its appearing
2.3.1.6 7 Steps of QC
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Logistic / Customer Service (LOG)
Another Pillar of WCM Temple is represented by Logistics, which controls all material flows inside and outside the Plant. The main goal is to apply JIT to all areas, in order to maintain an efficient control of all materials, supplying each production process with required material just when it is required. This is done to limit stocks which represent a great cost for the Company, and to help production to avoid mistakes. This can be possible through an accurate analysis and control of the demand, as material supply rigidly follow the production plan with a pull logic. Material flows are optimized and reduced, to avoid both financial costs related to stocks, and risk of material damaging or degradation. Targets: - Supply material to production areas strictly following production plans - Improve flows inside and outside the plant to limit material handling and its related
risks and costs - Reduce stocks and avoid material obsolescence - Deliver the right material just in time in each production area
Activities: - Analyze flows to find losses and opportunities of improvement
- Apply material distribution strategies like JIT, KANBAN, FIFO to improve production process and reduce logistics related costs
- Improve layout of stock areas, material flows and the shape of containers
2.3.1.7 7 Steps of LOG
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Early Equipment Management / Early Product Management ( EEM / EPM )
This pillar is dedicated to the introduction of new machines /products in the production system. It cooperates with Suppliers of the machines and Product Development up to the Ramp up phase, to improve both machine and process reliability, and to avoid future costs caused by an ineffective proactive analysis of all potential problems related to the new machine / product. The aim of the pillar is to reduce costs and time required for new introductions in production process. The role of Early Equipment Management and Early Product Management is similar, but EEM refers to introduction of new Machines and equipment, while EPM is dedicated to new products. Targets: - High reliability of the machines and quality of the product - Follow the schedule and allocated budget - avoid extra costs after introduction in production process - Guarantee a fast and effective ramp up and preventive maintenance cycles - Reduce life cycle costs - Introduce machines with fast setups and easily accessible for maintenance and
inspection
Activities: - Guide introduction of new machines / products respecting schedule and planned
costs - Define schedule for the new introduction - Monitor construction of the machine / development of the product - Monitor the installation of the machine in the plant - Verify functionalities and define preventive maintenance plans - Evaluate risks to avoid extra costs due to failures or production wastes - Supervise ramp up period
2.3.1.7 8 Steps of EEM / EPM
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People Development ( PD )
Humans represents the most important factor influencing the Success of a Company. A Pillar of the WCM Temple is then represented by People Development. Its role concerns people and their technical development, it provides trainings to improve worker competencies on Autonomous Activities or application of QC procedures, but especially on WCM methods. World Class Manufacturing is based on people involvement, this pillar has the task of increase the feeling of responsibility and the proactive attitude of all workers, in a form compatible with WCM to help the continuous improvement of the plant. Targets: - Avoid accidents caused by inexperience or lack of knowledge of the performed
operations - Guarantee adequate skills and competencies to every worker of the plant - Train every worker to WCM for a faster continuous improvement of the plant - Reduce human errors introducing Poka Yoke - Gain performances from a higher satisfaction and technical knowledge of the
workers - Apply correctly Quality Control on processes and products in all areas
Activities: - Define competencies and skills required for each role - Plan adequate training session in predisposed Training Centers - Train Quality workers on application of QC procedures to guarantee quality of
products - Train PM workers competencies to repair Machines in any failure conditions - Train technicians to be able to solve problem related to their areas - Guarantee that Trained personnel can transmit to workers their knowledge - Train production workers on autonomous activities and on use of workplace
equipment
2.3.1.9 7 Steps of PD
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Environment (ENV)
Last Technical Pillar of WCM Temple is dedicated to Environment. Its main concern is the evaluation of the impact of Plant activities on the environment, considering both immediate and long term. It is an instrument to monitor the performances related to resource consumption. Targets: - Avoid environmental accidents - Observe regulations concerning environment - Develop the idea of prevention to preserve the environment - Continuously improve working conditions from the environmental point of view - Improve machine utilization to reduce leakages and energy consumptions - Reduce energy consumption and generation of pollution agents - Reduce noise in the workplace - Give importance to sustainability and recycle materials
Activities: - Identify and prevent risks - Guarantee application of ISO Regulations - Maintain and control environment through periodical internal audits - Guide improvements on machines to reduce their consumptions
2.3.1.10 7 Steps of ENV
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2.3.2 Managerial Pillars WCM introduces ten managerial pillars strictly connected to the technical pillars, as a
support for work and continuous improvement. They are related to aspects as planning,
organization, leadership and motivation which are fundamental for the success of
technical activities. It follows a brief explanation of the main roles of each pillar:
1) Management Commitment:
This Pillar is responsible for the beginning of the shake-up. It opens a discussion about
actual conditions to analyze possibilities of improvement trough changes. It represents
the main sponsor for the mutation of present activities and habits, it has to convince the
entire organization that a change is necessary. Management Commitment pillar
transforms strategical objectives in operative objectives, runs Transversal meetings to
guarantee the coherence of daily activities with the organization targets and assign
activities to correct resources, guiding the Company toward change.
2) Clarity of Objectives:
As suggests the name of this Pillar, its role is to Define Objectives in a simple and clare
way to prevent any kind of incomprehension. Objectives must also be quantified to
avoid subjective interpretations, and diffused to every interested person in the
Organization. As WCM is based on reduction of losses, Cost Deployment indicates for
each pillar an Objective which is translated in KPIs, which is the main instrument of
diffusion of the Objective. KPIs are first defined, then diffused and calculated, and after
application of corrective actions in case of need they are monitored.
3) Route Map to WCM:
This pillar is based on two factors: Customer Aspectatives and the Mission / Vision of
the Company. Starting from these factors it is defined a “Route Map” to follow, a
definition of Targets, a strategic pianification of the future of the Company
comprehensive of all Plants. This is the base point for the Pillar of a Plant, which target is
to develop several “route maps” starting from the “general rout map” evaluating the
medium-long period and define proper targets. The following responsibility is to
guarantee that all pillars, both technical and managerial, know and follow in the same
direction the Route map, with a proactive attitude and a strong cooperation. The
increase of motivation and involvment are important factors required to succeed on
bringing together all pillars and satisfy required targets without delays from schedule
4) Allocation of Highly Qualified People to Model Areas:
WCM as said before is based on people involvment. The main role of this Pillar is to
guide the beginning of Method implementation. Starting from model Areas, Some
Experts are in charge of transmitting their Knowledge about methods, procedures and
ideas. These competencies must be absorbed by workers of that area and then, the
method must be “self-managed”. The role of the Pillar leader is to evaluate performances
and effective application of learnt methods, to guarantee a proper advance toward the
direction planned with the Route Map. The pillar evaluations are based on KPIs,
property of adoption of Methods and instruments, and Team competencies gained
trough People Development.
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5) Commitment of the Organization:
A part from the Management, a relevant role is given to Organization, this pillar
represents a guide for each activity of improvement, acting against tendencies of relying
on habits and avoid admitting existing problems, or solving them in an incorrect way. A
correct organization teaches people to act against problems with a propositive attitude,
helps people to find the solution of a problem starting from their technical knowledge
and the method. A good way to improve organization is to involve more people in many
projects, for a wider point of view which could be helpful in certain situations, rather
than focusing few people in few projects at a time. The organizational guide starts from
the pillar leader, to the team, and finally to the entire organization, in which everyone
should be trained on WCM and its methodologies.
6) Competence of Organization toward Improvement:
World Class Manufacturing, to reduce losses and wastes exploit several methods and
stragegies, which should be objective and systematic, so equal for each similar situation.
This pillar evaluate and monitor trough a database the effectiveness of the organizational
aspects related to a problem in each aspect, from the method, to related economical
requirements. It is important to use the correct instrument offered by WCM in each
situation, for example simple problems should be analyzing with Quick Kaizens, it is not
correct to open a Major Kaizen, because it would be an unprofitable waste of time. This
Managerial pillar is a guide to help the correct choice of the instrument to be used to
solve a problem, other than a source of knowledge about the history of projects, both
completed and still running. For simpler problem basic instruments should be used,
while for project related to situation more and more complex, the instruments suggested
get sofisticated and more advanced.
7) Time and Budget:
This pillar develop specific plans to evaluate and monitor times and costs. An average
project in WCM has a duration of 3 / 4 months, it is then important to define budget and
expected time required for each project, in accordance to Plant annual budget. Time and
Budget pillar helps the management of project guaranteeing the required budget and
dividing the time of the resources available, to prioritize fast solution projects in order to
focus attention afterwards to more complicated ones which give a smaller benefit. This
system allows to easily monitor all the costs of the plant and to prevent dangerous
delays that can cause extra expenses.
8) Level of Detail:
This Managerial Pillar has the task to analyze the processes deeply in the details losses
and wastes after their elimination, in order to find their real root cause. This approach
allows to remove definitively the problem avoidinding a potential reappearing in the
future.
9) Level of Expansion:
World Class Manufacturing is based on expansion. Each activity it is firstly introduced
in a selected area, then it expands until reaching the total plant. Management must
follow a Detailed plan of WCM expansion, accompained by a great number of parallel
projects defined starting from guidance of Cost Deployment, starting from processes of
class AA, A, B up to the entire Plant, and eventually even to external suppliers.
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10) Motivation of Operators:
This pillar aims to increase the motivation among operators, as they are the base of the
production system and the most determinant members of the organization, as they are
directly acting on the product and on the machines, and so their knowledge is relevant
even for their eventually limited areas of experteese. Workers must be involved in WCM
and trained to application of methodologies to let them exploit their direct technical
experience to help the solution of plant problems. This is possible if the worker is
satisfied and motivated to add other activities to the basic ones that he is used to
perform. This pillar organize teams for small projects among operators with Kaizen used
as a guide procedure for all activities finalized to the solution of a problem. To avoid
absenteeism and low engagement, Management must involve workers, give them the
importance they deserve, and inform them of the achieved results as they are part of the
Organization. The Pillar also suggest incentives for good application of the methods and
for proactive attitude of workers, and promote training sessions and guidance in case of
low quality of the proposed solution for a given problem.
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Chapter 3 QC Quality Control
The Vision of Quality Control is “Full Customer Satisfaction trough Excellence in
Quality”. This pillar is entrusted of the responsibility of guaranteeing Quality and
Compliance of products, with the target of Zero Defects, reachable with the help of
WCM tools and methods.Continuous improvement in Quality is based on the reduction
of costs related to defects and non-value added activities, like controls. The starting point
is a final control of product quality, which should be able to detect all defects generated
in the production system and avoid that defective products enter the market. The
improvement advances looking backward in the production process, identifying the root
cause of a defect and adopting countermeasures to avoid its generation and not just
finding a way to intercept it. This pass trough a constant monitoring and refinement of
processes to enforce their capability and repeatibility. As any other Pillar of WCM,
Quality Control is first introduced in a selected area of the plant, to offer a fast and
effective reaction to problems, then trough method and discipline it expands, providing
solutions to root causes, for finally being able to prevent problems adopting
countermeasures with a proactive approach. Effectiveness of Quality Control is
constantly tracked trough proper indicators based on customers feedbacks or data
within the production system. These indicators, which are based on defects and
customer satisfaction, define QC targets for the continuous reduction of costs related to
Quality.
3.1 QC Indicators: Each WCM pillar monitors specific Indicators, which are
characterized by a common base structure and a specific purpose. All those indicators
are divided two typologies:
- [KPI] Key Performance Indicators: Evaluate and numerically quantify performances
with an objective and systemic approach
- [KAI] Key Activity Indicators: Evaluate and numerically quantify performed
activities with an objective and systemic approach
It follows an explanation of indicators of Quality Control in the automotive field:
KPIs:
- Warranty C/1000: Defined as the number of cases of Warranty after 3 - 12 Months
of utilization every 1000 vehicles sold. It is the most importantindicator as it
quantifies the cases of non quality with an higher impact on costs and customer
satisfaction.
- Quality Tracking: It represents the percentage of customer unsatisfaction, based
on questionaries with fixed multiple choice questions to evaluate customer feeling
about the main features of the product.
- NCBs: It also represents the percentage of customer unsatisfaction, New Car
Buyers differs from Quality Tracking as the questionaries are managed by External
Institutions which evaluate in the same way all manufacturers, offering a good tool
to evaluate and compare competitors.
- Pulls: Measure in ppm the number of defects which require a substitution of the
product, found by intermediate clients. These defects does not reach the final
Customer, but still represent unsatisfaction of clients manufacturers. The impact
on costs is high, as the defective product must be substituted and repaired.
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- Assy: Measure in ppm the number of defects which do not require a substitution
of the product, found by intermediate clients. As pulls respresent unsatisfaction
client manufacturers, but with lower related costs
- FTQ: Measure the percentage of products respecting quality standards at first time
among the entire production. First Time Quality is an internal indicator for the
plant, whose purpose is to monitor the quantity of defective products intercepted
by final quality tests on production.
3.1.0.1 Costs of non-quality
KAIs
- N. of Poka Yoke and Error Proofing: Counts the number of devices introduced in
the production system for sistematically avoiding generation of defects (Poka
Yoke) and for sistematically intercept and block defects trough automatic checks
(Error Proofing).
- N. of Kaizen: Counts the number of problems solved trough Kaizen PDCA
methodology, differentiating Quick Kaizens, Standard Kaizens, Major Kaizens or
Process Point Analysis (PPA) and Design of Experiments (DOE).
- N. of SOP and OPL: Counts the number of Standard Operating Procedures and
One Point Lessons introduced in production to help workers to prevent wrong
actions that can cause defects.
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3.2 WCM Tools for QC
Quality Control activity consists in detecting defects, isolate them from the production
and lead the analysis to find a solution for the root causes. This is a process which could
be schematized and standardized to obtain with low efforts the best results. For this
purpose, WCM offers to Quality Control a set of tools for identify, prioritize, find root
causes and related solution for each Quality problem of the plant.
QA Matrix: Before deploying resources on certain activities, it is fundamental to have a
wide vision of all the problems for being able to give priority for the most important
ones, avoiding to waste time and effort on themes that could reveal themselves as
marginal. QA Matrix is a tool that guides QC to chose correctly the problems to face first.
It correlates defects to the production process in which they are generated or identifiead.
It is then defined for each defect a priority index, product of different weight factors
concerning Frequency, costs, detection and gravity. This priority number allows a
classification of defects, from the most serious mostly related to safety or final Customer
unsatisfaction, to the marginal ones related to productivity and reduction of number of
defects inside the plant. Higher priority is given to Warranty cases, defective products
that reached the final customer causing a malfunctioning of the vehicle requiring a repair
within the first year of utilization. A part from detection, high priority is given to defects
with a high gravity factor obtained from the FMEA.
Starting from Fast-response Showcase output, it follows a preliminary answer to 5W1H
for both problems.
5.3.2 5W1H Crown wheel – Pinion couple
The first one related to coupling of secundary shaft pinion and crown wheel can be
divided, as it is generated by two independent and separate conditions:
- Noise is detected because of teeth profile shapes of pinion
- Noise is detected because of teeth profile shapes of crown wheel
After gathering data, it is useful to inspect the results obtained from the 5W1H
questions, which are presented in a standard table format for both mentioned cases:
5.3.2.1 5W1H Defective Crown wheel
How
How is the component with the defect?
Crown teeth profiles have a wrong shape, repeated for all teeth of the wheel
Equipment, machines, tools and measurement instruments were working correctly?
Grinding tool is worn
Who
Who detected the problem? Worker responsible of Functionality Test Bench, test is 100% automatic, operators have no influence on detection of the defect
Who generated the problem?
Workers responsible of grinding machines, adequately trained to follow standard procedures
Whi
ch
Which is the number of defects caused by the problem?
N, depending on the number of crown wheels machined before restoring the grinding tool
Is the number of defects increasing?
No, production process is precise and not changing over time, only variable is the wear of grinding tools
Whe
n
When was the problem detected?
dd/mm/yyyy during shaft X at hh:mm during Functionality Test (for each ti)
When was it generated? day, shift and hour
(dd/mm/yyyy during shaft X at hh:mm) of grinding operation (for each defective transmission ti) ; Defects are generated when the machining tool is worn
Whe
re
Where was the problem detected?
Functionality Test Bench n. X, on NVH curves relative to Analysis of the Orders of Final reduction ratios
Where was the problem generated? In which station?
In station X during Grinding operations
Noise of secondary shaft pinion and differential crown wheel couple detected trough NVH
5W1H
Wha
t
What is the problem? Transmission n: (t1,t2,t3,…,tN) failed functionality test. Excessive Noise detected trough NVH analyis on Differential crown wheel and pinion coupling
On what component was it detected?
Differential Crown Wheel
55
When the defective component is the crown wheel, the resolution of the problem is
simple because of the high reliability and capability of grinding process. The answers to
5W1H are complete and correct. At this stage, the issue is defined and it is possible to
follow the procedure of a Quick Kaizen to identify a countermeasure for this defect
mode characterized by tooth profiles of consecutive crown wheels having a non-
compliant shape which repeat itself for all machined teeth.
5.3.2.2 5W1H Defective Pinion
Considering the case of a defective pinion, the task is harder as the root cause is
unknown at this stage, and also first answers found for 5W1H are not unique. It is
possible to draw following considerations:
- The problem is always detected during Functional test, when automatic NVH analysis
evaluate noise related to final reduction for all gear ratios.
Noise of secondary shaft pinion and differential crown wheel couple detected trough NVH
How
How is the component with the defect?
Pinion teeth are not regular, measurements on involute, helix, Some of measured pinion teeth evidence values out of compliance range for involute, helix, circular pitch, concentricity.
Equipment, machines, tools and measurement instruments were working correctly?
Heat treatment is OK, but thermal process introduces high randomic variations on teeth profiles. Up to hobbing op. machines are OK. Cutting tool of shaving machines is OK. But shaving machines have non compliances on backlash of bearings keeping position and direction of rotating
Who
Who detected the problem? Worker responsible of Functionality Test Bench, test is 100% automatic, operators have no influence on detection of the defect
Who generated the problem?
Workers responsible of shaving machine / responsible of Heat Treatment operations, well trained to follow standard procedures
Whi
ch
Which is the number of defects caused by the problem?
N, each case is a singularity as same NVH noise problem can be caused by different parameters out of compliance range
Is the number of defects increasing?
No, production process is stable but not 100% effective, defects have a random cadency not changing over time
Whe
n
When was the problem detected?
dd/mm/yyyy during shaft X at hh:mm during Functionality Test (for each ti)
When was it generated? day, shift and hour
(dd/mm/yyyy during shaft X at hh:mm) identified for: begin of shaving operations, begin of heat treatment, end of eat treatment (for each defective transmission ti) ; Defects can be generated during normal production process, not requiring a special condition
Whe
re
Where was the problem detected?
Functionality Test Bench n. X, on NVH curves relative to Analysis of the Orders of Final reduction ratios
Where was the problem generated? In which station?
In station X during Shaving operations / In Station Y during Heat Treatment
5W1H
Wha
t
What is the problem? Transmission n: (t1,t2,t3,…,tN) failed functionality test. Excessive Noise detected trough NVH analyis on Differential crown wheel and pinion coupling
On what component was it detected?
Pinion of secondary shaft
56
- Noise is caused by imperfection on teeth profiles of pinions. These imperfections are
not regular as the ones after grinding operation for the following reasons:
Grinding finishing operation is performed after heat treatment, not available for
pinions.
Shaving finishing operation, required for pinions, is performed before heat treatment
Shaving has a lower level of precision than grinding.
Heat treatments after shaving operations cause uncontrollable randomic
deformations on teeth profiles. If a tooth profile is already non-compliant after
shaving finishing, heat treatments have always a worsening effect.
- Defects are not caused by special situations as machine setups, breakdowns, change of
shift, distraction of operators, wear of shaving tools. The problem can be generated
randomly during regular production.
- Defects can be caused both by a shaved out of compliance tooth profile, or by a
worsening effect of tooth profile due to heat treatments.
- Measurements on defective pinions reveal that Noise cannot be correlated to a
parameter out of tollerances. Noise root cause requires a deeper analysis.
Before starting 4M analysis it is required a detailed analysis of the production to better
understand the correlation of noise, with pinion tooth profile shapes and relative
measured values.
5.3.2 5W1H 5th gear wheels
How
How is the component with the defect?
Teeth of 5th Gear wheels are not regular, measurements on involute and helix evidence values out of compliance range.
Equipment, machines, tools and measurement instruments were working correctly?
Heat treatment is OK, but thermal process introduces high randomic variations on teeth profiles. Up to hobbing op. machines are OK. Shaving machines are OK.
Who
Who detected the problem? Worker responsible of Functionality Test Bench, test is 100% automatic, operators have no influence on detection of the defect
Who generated the problem?
Workers responsible of shaving machine / responsible of Heat Treatment operations, well trained to follow standard procedures
Whi
ch
Which is the number of defects caused by the problem?
N, each case is a singularity as same NVH noise problem can be caused by different parameters out of compliance range
Is the number of defects increasing?
No, production process is stable but not 100% effective, defects have a random cadency not changing over time
Whe
n
When was the problem detected?
dd/mm/yyyy during shaft X at hh:mm during Functionality Test (for each ti)
When was it generated? day, shift and hour
(dd/mm/yyyy during shaft X at hh:mm) identified for: begin of shaving operations, begin of heat treatment, end of eat treatment (for each defective transmission ti) ; Defects can be generated during normal production process, not requiring a special condition
Whe
re
Where was the problem detected?
Functionality Test Bench n. X, on NVH curves relative to Analysisof 5th Gear transmission ratio Order
Where was the problem generated? In which station?
In station X during Shaving operations / In Station Y during Heat Treatment
Noise of 5th gear couple detected trough NVH
5W1H
Wha
t
What is the problem? Transmission n: (t1,t2,t3,…,tN) failed functionality test. Excessive Noise detected trough NVH analyis on 5th Gears coupling
On what component was it detected?
5th Gear Driver wheel / 5th Gear Driven wheel
57
5.3.3.1 5W1H Defective 5th Gear wheels
It is possible to proceed in parallel with the second main problem related to FTQ, as
Noise detected by Test Benches with an NVH analysis can be considered similar even
with different components and transmission ratios. In particular, production process of
5th gear wheels is identical to pinions on secondary shaft. First step of the analysis is to
find an answer to 5W1H, drawing following considerations:
- The problem is always detected during Functional test, when automatic NVH analysis
evaluate noise related to final reduction for all gear ratios. As for pinions.
- Noise is caused by imperfection on teeth profiles of 5th gear wheels, both driven and
driver wheels. These imperfections are not regular as the ones after grinding operation
for the following reasons:
Grinding finishing operation is performed after heat treatment, not available for 5th
gear wheels. As for pinions.
Shaving finishing operation, required for 5th gear wheels, is performed before heat
treatment
Shaving has a lower level of precision than grinding. As for pinions.
Heat treatments after shaving operations cause uncontrollable randomic
deformations on teeth profiles. If a tooth profile is already non-compliant after
shaving finishing, heat treatments have always a worsening effect. As for pinions.
- Defects are not caused by special situations as machine setups, breakdowns, change of
shift, distraction of operators, wear of shaving tools. The problem can be generated
randomly during regular production. As for pinions.
- Defects can be caused both by a shaved out of compliance tooth profile, or by a
worsening effect of tooth profile due to heat treatments. As for pinions.
- Measurements on defective 5th gear wheels reveal that Noise cannot be correlated to a
parameter out of tollerances. Noise root cause requires a deeper analysis. As for
pinions.
Main part of the Analysis will focus on Pinions, than, the same method will be applied
for 5th gear wheels.
How
How is the component with the defect?
Teeth of 5th Gear wheels are not regular, measurements on involute and helix evidence values out of compliance range.
Equipment, machines, tools and measurement instruments were working correctly?
Heat treatment is OK, but thermal process introduces high randomic variations on teeth profiles. Up to hobbing op. machines are OK. Shaving machines are OK.
Who
Who detected the problem? Worker responsible of Functionality Test Bench, test is 100% automatic, operators have no influence on detection of the defect
Who generated the problem?
Workers responsible of shaving machine / responsible of Heat Treatment operations, well trained to follow standard procedures
Whi
ch
Which is the number of defects caused by the problem?
N, each case is a singularity as same NVH noise problem can be caused by different parameters out of compliance range
Is the number of defects increasing?
No, production process is stable but not 100% effective, defects have a random cadency not changing over time
Whe
n
When was the problem detected?
dd/mm/yyyy during shaft X at hh:mm during Functionality Test (for each ti)
When was it generated? day, shift and hour
(dd/mm/yyyy during shaft X at hh:mm) identified for: begin of shaving operations, begin of heat treatment, end of eat treatment (for each defective transmission ti) ; Defects can be generated during normal production process, not requiring a special condition
Whe
re
Where was the problem detected?
Functionality Test Bench n. X, on NVH curves relative to Analysisof 5th Gear transmission ratio Order
Where was the problem generated? In which station?
In station X during Shaving operations / In Station Y during Heat Treatment
Noise of 5th gear couple detected trough NVH
5W1HW
hat
What is the problem? Transmission n: (t1,t2,t3,…,tN) failed functionality test. Excessive Noise detected trough NVH analyis on 5th Gears coupling
On what component was it detected?
5th Gear Driver wheel / 5th Gear Driven wheel
How
How is the component with the defect?
Teeth of 5th Gear wheels are not regular, measurements on involute and helix evidence values out of compliance range.
Equipment, machines, tools and measurement instruments were working correctly?
Heat treatment is OK, but thermal process introduces high randomic variations on teeth profiles. Up to hobbing op. machines are OK. Shaving machines are OK.
Who
Who detected the problem? Worker responsible of Functionality Test Bench, test is 100% automatic, operators have no influence on detection of the defect
Who generated the problem?
Workers responsible of shaving machine / responsible of Heat Treatment operations, well trained to follow standard procedures
Whi
ch
Which is the number of defects caused by the problem?
N, each case is a singularity as same NVH noise problem can be caused by different parameters out of compliance range
Is the number of defects increasing?
No, production process is stable but not 100% effective, defects have a random cadency not changing over time
Whe
n
When was the problem detected?
dd/mm/yyyy during shaft X at hh:mm during Functionality Test (for each ti)
When was it generated? day, shift and hour
(dd/mm/yyyy during shaft X at hh:mm) identified for: begin of shaving operations, begin of heat treatment, end of eat treatment (for each defective transmission ti) ; Defects can be generated during normal production process, not requiring a special condition
Whe
re
Where was the problem detected?
Functionality Test Bench n. X, on NVH curves relative to Analysisof 5th Gear transmission ratio Order
Where was the problem generated? In which station?
In station X during Shaving operations / In Station Y during Heat Treatment
Noise of 5th gear couple detected trough NVH
5W1H
Wha
t
What is the problem? Transmission n: (t1,t2,t3,…,tN) failed functionality test. Excessive Noise detected trough NVH analyis on 5th Gears coupling
On what component was it detected?
5th Gear Driver wheel / 5th Gear Driven wheel
58
5.4 4M Analysis
Next step is represented by an accurate 4M Analysis, it will follow a specific Design of
Experiments to understand the phenomenon and potential correlations between noise,
measured microgeometrical parameters on teeth profiles, and effective capacity of
production process.
5.4.1 4M Analyis Crown Wheel – Pinion couple
After defining the problem it is useful to understand the potential causes to reach the
root. If a countermeasure is applied to an intermediate cause, the problem can reappear,
as the real source was not identified. The most useful WCM tool for this purpose is the
4M analysis, which helps identifying the nature of a problem distinguishing it in four
classes: Man, Material, Method, Machine. First it is necessary to consider all possibilities,
even the most unlikely, and list them in the Ishikawa diagram ,which represents simply
a visual relation between causes and effect, in this case, the Noise detected on pinion-
crown wheel couple. As anticipated before, this problem must be split as the causes are
different according to the non-compliant component of the gear couple. For a better
explaination, it is anyway useful to follow the mental procedure and consider for now
the problem as a whole, with an Ishikawa diagram containing all potential root causes.